AWARENESS
COMMUNICATION
DECISION
ERP
ETHICS
EVALUATION
INNOVATION
LEADERSHIP
PERSONAL DEVELOPMENT
PROCESS
Stories
 
 
 
 
 
 
 
Agile Management

Agile management is the process where the project is delivered in a highly flexible and interactive manner. It is also known as Extreme Programming or even scrum. In this methodology the project is delivered in few weeks rather than months.

Why agile can into existence?

Agile methods break tasks into small increments with minimal planning, and do not directly involve long-term planning. Iterations are short time frames that typically last from one to four weeks. Each iteration involves a team working through a full software development cycle including planning, requirements analysis, design, coding, unit testing, and acceptance testing when a working product is demonstrated to stakeholders. This minimizes overall risk and allows the project to adapt to changes quickly. Stakeholders produce documentation as required. Iteration may not add enough functionality to warrant a market release, but the goal is to have an available release (with minimal bugs) at the end of each iteration. Multiple iterations may be required to release a product or new features.

Team composition in an agile project is usually cross-functional and self-organizing without consideration for any existing corporate hierarchy or the corporate roles of team members. Team members normally take responsibility for tasks that deliver the functionality an iteration requires. They decide individually how to meet an iteration's requirements.

Agile methods emphasize face-to-face communication over written documents when the team is all in the same location. Most agile teams work in a single open office (called a bullpen), which facilitates such communication. Team size is typically small (5-9 people) to simplify team communication and team collaboration. Larger development efforts may be delivered by multiple teams working toward a common goal or on different parts of an effort. This may require a coordination of priorities across teams. When a team works in different locations, they maintain daily contact through videoconferencing, voice, e-mail, etc.

No matter what development disciplines are required, each agile team will contain a customer representative. This person is appointed by stakeholders to act on their behalf and makes a personal commitment to being available for developers to answer mid-iteration problem-domain questions. At the end of each iteration, stakeholders and the customer representative review progress and re-evaluate priorities with a view to optimizing the return on investment (ROI) and ensuring alignment with customer needs and company goals.

Most agile implementations use a routine and formal daily face-to-face communication among team members. This specifically includes the customer representative and any interested stakeholders as observers. In a brief session, team members report to each other what they did the previous day, what they intend to do today, and what their roadblocks are. This face-to-face communication exposes problems as they arise.

Agile development emphasizes working software as the primary measure of progress. This, combined with the preference for face-to-face communication, produces less written documentation than other methods. The agile method encourages stakeholders to prioritize wants with other iteration outcomes based exclusively on business value perceived at the beginning of the iteration.

Specific tools and techniques such as continuous integration, automated or xUnit test, pair programming, test driven development, design patterns, domain-driven design, code refactoring and other techniques are often used to improve quality and enhance project agility.

Twelve Principles of Agile Software
  • Customer satisfaction by rapid delivery of useful software.

  • Welcome changing requirements, even late in development.

  • Working software is delivered frequently (weeks rather than months).

  • Working software is the principal measure of progress.

  • Sustainable development, able to maintain a constant pace.

  • Close, daily cooperation between businesspeople and developers.

  • Face-to-face conversation is the best form of communication (co-location).

  • Projects are built around motivated individuals, who should be trusted.

  • Continuous attention to technical excellence and good design.

  • Simplicity.

  • Self-organizing teams.

  • Regular adaptation to changing circumstances.

Copyright 2011, All Right Reserved. Basicsofmanagement.com is for educational purposes only. We do not guarantee the correctness of the content. The risk of using this content remains with the user.